Operations Planner
« 
February 2020
 »
SMTWTFS
 1
2345678
9101112131415
16171819202122
23242526272829

The Impact of Terrorism and Economic Shocks on U.S. Hotels

publication date: May 18, 2011
 | 
author/source: Cathy A. Enz Ph.D., Renáta Kosová Ph.D., and Mark Lomanno
Print
Previous | Next
 

Hospitality Leadership Through Learning Faculty & Research

The Impact of Terrorism and Economic Shocks on U.S. Hotels


By: Cathy A. Enz Ph.D., Renáta Kosová Ph.D., and Mark Lomanno

author-image author-image
Executive Summary:
Using data on 34,695 hotels from 2000-09, this study examines how the external shocks of the terrorist attacks on September 11, 2001, and the financial crisis of late 2008 affected aggregate occupancy, price (average daily rate), and revenue per available room (RevPAR) within the U.S. lodging industry.

We found that the unexpected nature of these shocks did create fluctuations in occupancy and average daily rate, when controlling for the impact of other important hotel factors such as seasonality, segment, and hotel size, and for local economic factors.

Although the industry was noticeably affected by the 2008 financial crisis, the impact of the 2001 attacks was both more negative and immediate in terms of drops in occupancy, ADR, and RevPAR.

The isolated effects of the terrorist attacks were greatest immediately after the event, while the impact on hotel performance from the financial crisis worsened over time, with the most negative impact coming two months after the fall of Lehman Brothers.

Exploring the differential impact of these shocks on various hotel segments revealed that higher-end hotels were more susceptible to their negative impact, but those hotels also made strong rebounds after four months.

In contrast, limited-service midscale hotels were more negatively affected by the financial crisis than were midscale hotels that serve food and beverage. The reverse was true following the terrorist attacks.


Your Comments Please

If this CHR Report made a positive impact on your management approach or business operations, we welcome your commentary. We would like to post your comments on our website. Please submit your comments to js372@sha.cornell.edu and rohit.verma@cornell.edu.

Download The Supporting Documents
To view the documents, please click on the link below

Exploring the differential impact of these shocks on various hotel segments revealed that higher-end hotels were more susceptible to their negative impact, but those hotels also made strong rebounds after four months.
Search the Site